Updated: 4 days ago
Background and Objective – This Framework is in Three Parts.
Part 1: The Fundamentals – Four Dimensions of Integrated Performance Management
The first step in to understand the fundamentals of Integrated Performance Management Framework. Part 1 describes the four dimensions of management system design:
Maturity models that describe the path of Integration.
The key organizational factors establish the unique context of the specific organization. They help to determine what is relevant and important to the particular organization. Integrated Performance is achieved by focusing on the organization as an independent system of processes, activities, and practices that make up the three essential competencies – Strategic leadership, Execution excellence, and Organizational learning.
Finally, the path to performance excellence helps to define the current maturity level to the system as well as where the organization is on the Integrated Performance journey and helps identify the next stage(s) of development. A solid understanding of these four dimensions and how they apply to the organization, provide a solid foundation to diagnose, design, and build a high performing organization. In conclusion is all about understanding prevalent culture of the organization and how to transform the culture of the organization that result into Sustainable
Part 2: The Organization Profile, Processes and Results.
The second step is to understand the organization’s context, systems (processes) and thecurrent performance results (levels, trends and comparisons). Part 2 addresses context areas, process areas and results areas of the (IPMF) Framework. Each sections begins with a foundation which an Introduction to the basics of the particular area to address. The system integration section describes the nature of relationship (linkages) to other areas to address. This sections provides description of the linkages and their relationship to other IPMF areas (context, systems and results). The system integration section is the basis for organization diagnosis (self-assessment), design (planning for improvement) and transformation.
Part 3: The Journey of Cultural Transformation
The Third step is to understand the three main activates involved in the journey to Performance Excellence, diagnosis, design and transformation. The journey of Performance Excellence is one of the learning. There are no silver bullets or quick fixes to achieving Performance Excellence for any organization. In addition, the learning cannot be delegated to the quality or Business Excellence department or middle management. Senior leaders must learn and lead the learning in order for the organization to achieve and sustain Performance Excellence.
Integrated Performance Management Framework is critically important in
Strengthening competitiveness of the Organisation
Facilitating communication and sharing of information on best practices among organisation of all types
Helping to identify potential gaps in KEY information and focus on KEY PERFORMANCE requirements and BUSINESS RESULTS;
Helping to provide Organisation with an integrated approach to Organisational performance management that results in
Delivery of ever improving value to customers and stakeholders, contributing to organisational sustainability.
Improvement of overall organisational effectiveness and capabilities
Organisational and personal learning.
5. IPMF can be used for action planning on Performance Excellence Framework which includes:
Measurement, Analysis and Knowledge Management
These prerequisites provide the foundation for developing the three competencies of performance excellence – lead, manage and improve.
· Strategic Leadership ( Lead the organisation)
· Execution Excellence ( Manage the organisation)
· Organisation Learning ( Improve the organisation)
Principle and process for transformation of Culture - Organisation Agility
Strategic flexibility to continually redefine goals without sacrificing organisation’s core values.
Change - readiness to galvanize action towards your organisation's strategic goal without having wait for the crisis.
Hidden Leverage to identify use and adapt the unwritten rules that drives your Organisation by applying 'Systems Thinking'.
Operational Alignment to move from Systems Thinking to Systems Action, simultaneously changing the many interrelated facets of organisation without disrupting performance.
Organisational Involvement to enlist the support of key employees by changing the way they think about their day to day actions, so that they become the agents of change rather than victims.
Learning Acceleration to build up a framework of continuous learning so that organization understand how it improves.